How do I organise my teams capability to manage a pipeline of
initiatives and successfully roll these out?
Having a pipeline of growth initiatives first requires a longer
term vision and strategy, but also requires a discipline and
'structure' to enable focus on successful delivery of each
initiative.
A clear framework for linking new initiatives to overall
organisational growth goals is an important step to ensure focus is
maintained but future improvement sustained. Pressed for results
many CEO's are tempted to push too many initiatives, hampering the
overall result.
Importantly, how programs are designed and set up need to
harness the right people with the right level of skills, aligned
around the right external outlook working to a collaborative spirit
and common sense approach.
We often audit current initiatives and assess strategic fit with
a growth agenda. This translates to a "prioritisation framework"
and 'Roll-out' program designed to ensure "line management" drive
and own implementation, the broader organisation is engaged and the
Program office supports and monitors.
How can I get the teams to work together more efficiently? What
should be my structure?
Agile oganisations work together across functions against a
common goal to deliver customer value. Strategy drives structure.
And a market driven strategy will drive how to best align a market
driven organisation structure and set of support processes. Often
the organisation design choices are not thought through in terms of
how each unit interacts and depends on its various counter-parties.
Our experience is that a common view of what matters to the
customer supported by regular market feedback for cross-functional
decision/review forums enable superior performance.
We are expert in designing organisations aligned to priority
markets. We bring an understanding of the business capabilities,
the core skills needed to successfully compete and the processes
required to drive a customer -centred organisation. Our
'Marketclass' program capability helps foster and promote a common
dialogue and disciplined 'Go to market' approach across the
organisation.